Analytics : Pay Attention Then Disregard Everything

by | Jan 29, 2020 | Operations

Seems a bit like an oxymoron, no? Well, that’s exactly what analytics have become these days: an oxymoron. A real conundrum. On one hand, data helps us predict change and plan for the future. On the other, that data can be wrong or misleading and, therefore, really screw things up. So, I say, take it all in, but then let (most of) it go.

There’s an ongoing debate regarding the roles of data and entrepreneurship. In particular, the increased availability of analytics data and tools is making planning, scheduling, and analysis much simpler and more accurate. Amazon is one of the best examples of using analytics to improve logistics (i.e. more one-day shipping).  

In contrast, the argument stands that these tools are less effective than originally expected. The most significant instances are incorrect data, method, and change. If the data is wrong, access to more data does not improve analysis. Mistakes like Boeing, Afghanistan, WE WORK, G.E. and retail stores represent diverse examples where people simply focused on wrong information. The existence and use of the phrase “alternative facts” supports the unnerving idea that it’s easier to make up lies than it is to refute those lies. That alone does not bode well for analytics and data.

Data can also be misleading when a dramatic change occurs. Disrupters like E-Commerce, ride share apps, and food delivery dramatically affected markets and parameters. Consequently, significant shifts in culture, politics, and buying habits also make economic forecasting much less reliable.

Additionally, analysis is dependent on using the right tools and methods. Many assumptions and approaches may not be appropriate. For example, investment advisors frequently tout their individual excellence while changes in the overall market are usually the largest factor in investment success. Mathematics shows that the more history one has on a topic, the more accurate the analysis. However, if parameters change, history may become irrelevant.

This is why we take it all in. Think on it. Absorb it. Let it all sit for a bit. And then throw most of it out the window.

You should absolutely consider what they teach on the first day of a statistics course (Validity, Reliability, and Accuracy) rather than ignore it.

A recap in case you need a refresher:

Validity is simply focusing on whether your methods are valid. While sampling, correlation, and other tools can improve performance, the analysis must be valid. For example, many of us predict that our team will win. However, the odds in most professional leagues are that about 3% of approximately 30 teams will actually win.

Reliability is the repeatability of results. Differing results in political polls or verifying results of medical tests are examples of reliability issues. 

Accuracy is just the correctness of the measurement process. The most violated rule of accuracy is that you are only as accurate as your least accurate number. There is a famous story about a museum guard answering a child’s question about how old a dinosaur was. He said 280 million years plus 39 years and 20 days. When asked where the number came from, he said, ”When I started, they told me it was about 280 million years old. I have been here 39 years and 20 days.” While this number certainly seems precise, it probably isn’t very accurate.

I would add a fourth factor to this list, which is probably the most important: Bias. On one hand, bias is a complex mathematical term correlated with sampling, randomness, analysis, and other things. On the other, it is how our culture, background, gender, age, and preconceptions etc. affect our attitudes and decisions. For example, many studies have shown that we form an opinion about a presentation within 90 seconds of it starting. I highly recommend that, in dealing with bias, you manage its existence rather than trying to deny it. 

Finally, tools as well as methods of reporting are dramatically changing. A colleague of mine recently challenged my website saying it was “too dependent on PowerPoint and Excel.” While these are both great tools and are the most dominant analytical and presentational methodologies, they can have many limitations: The information can be old, longitudinal analytics is frequently lacking, they are not interactive, they are not visual enough, and they can be very boring and/or misleading. Nothing is worse than being forced to sit through a PowerPoint presentation that is too long and loaded with endless Excel sheets.

In summary, analytical tools offer great potential for success, but they need to be utilized properly and in conjunction with intuition to be effective. So, gather all that data and pay close attention to it, but don’t be afraid to toss it all out.

Dr. Bert Shlensky, president of www.startupconnection.net, offers experience, skills, and a team devoted to developing and executing winning strategies. This combination has been the key to client success.  His book, “Passion and Reality for Small Business Success,” is available at www.startupconnection.net. We welcome comments, suggestions, and questions. You can write him at bshlensky@startupconnection.net or call at 914-632-6977.

Stereotypes Don’t Have To Be Ignorant, You Shmuck

by | Dec 10, 2019 | Marketing

Now, before anyone gets up on a soapbox with an opinion about whether or not stereotyping is “politically correct,” let’s just take a step back. Of course there are bad stereotypes—ones that cultivate hate, encourage inequality, and perpetuate racism. This article is not about those. That type of stereotyping is ignorant, misinformed, and detrimental to society as a whole, in addition to being harmful to your business.

The stereotyping we’re dissecting today relates to trends and analytics. The bottom line is: negative and harmful stereotyping stems from ignorance, assumptions, fear, and misunderstanding, while a healthy stereotype comes from research data and an analytical point of view.

A large part of marketing revolves around segmenting and focusing on selected consumer groups. The “stereotype” that older people are less likely to utilize technology is a helpful bit of information (supported by research) that may influence your marketing strategy, especially if your target audience is over the age of sixty (of course, there are always exceptions to the rule, but you can see where I’m going with this…) This demographic is also more interested in things like adult diapers, medical services, and reverse mortgages. They may not even understand things like streaming services, apps, or YouTube. These may sound like generalizations, but these particular stereotypes, when supported by data, are useful to your marketing strategy.

When You Stereotype Others

Stereotypes, traditionally, have been used to divide people. They create an “us and them” mindset. However, I argue that stereotypes can be used for good if they come from an attempt to unite people and find commonality. For example, a recent study showed that teachers were more effective with students who shared common demographics like sex and race. Educators can use that information to find the best academic fit when they are seeking employment.

Another positive way to utilize stereotypes is to find ways to relate to others. In business particularly, creating rapport with investors, customers, co-workers, or vendors is an important element to success. Finding common ground—whether that’s background, hometown, religion, etc.—may help you connect with others. We infer things based off of what we know about others. So, you might ask a person from Chicago if they’re a White Sox or Cubs fan. The assumption that he or she is, perhaps, a fan of a particular sports team based off their hometown isn’t offensive in any way and it may spark a conversation about rival teams.

A common stereotype, that I find beneficial, is considering the implications of whether someone is “right brained” or “left brained.” In particular is someone more creative or intuitive (right brain) or rational and analytical (left brain). Factors like fact, logic, emotion, and passion can vary depending on the audience and situation. These two types generally excel at very different tasks and have specific ways in which they work best. 

When Others Stereotype You

You can argue all you want, but looks matter. Studies have shown that it takes just 30 seconds for someone to form an opinion about another person upon first meeting them. We’ve all heard it before, but how we choose to present ourselves makes a difference. And like it or not, people will make assumptions and stereotype you based off what you wear and how you look. It may work for or against you, but the key is knowing that it will happen and working to present yourself in the way you’d like to be perceived.

When it comes to business, I suggest knowing your goals, understanding your consumer’s needs, and keeping your audience’s perceptions in mind. Perceptions are imperative. This includes perceptions of you, your product/service, your brand, your marketing, etc. Whether you’re selling a product, developing a relationship, or impressing an audience, you need to consider how your and your message come across, what assumptions people will make, and the impression you want them to walk away with. You can’t control what people think, but you have the power to influence their inferences.

Have you ever been a victim or beneficiary of stereotyping? What stereotypes have been applied to you? Were they offensive? Have you ever judged a book by its cover and been wrong?

I’d especially love to hear how stereotypes have helped you develop more effective messaging. Contact me today, and let me know your thoughts.

Dr. Bert Shlensky, President of The Startup Connection, directs all small business clients toward maximum sales and profit thanks to his 40 years of high-quality experience. Though technological, social, and online integration, he can help launch your business to the next level.